Agile culture management

Creating lasting success through leadership

In an era of accelerating change where companies face constant disruption, change leadership is essential to ensure your organisation stays ahead of the pack. Utilising a robust leadership strategy, organisations can build a strong organizational culture that can adapt to new technologies quickly, create new business models, and lead the industry change. At Forvis Mazars, we can help lead your business towards a desired organizational culture. Built on a shared purpose it keeps your talent engaged, high-performing, and challenged to achieve your business objectives.

Our approach

When businesses go through a major change or transformation, getting your people on board is crucial. The greatest success comes when you place your people at the centre of everything you do. To ensure a successful transition for your employees, we create a shared vision built on common values between management and employees.

The goal is to paint a picture of the change with as much clarity as possible and build a safe environment where your employees are free to experiment and learn. It creates a path to future uncertainty acceptable and desirable. Successful change happens when employees are clear on the reason for the change and are involved in the planning and decision-making processes. This allows employees to embrace and commit to change and ultimately achieve the desired organisational outcomes.

Our strategy, processes, and human capital skills act as tools for your organisation to help everybody involved understand what’s in it for them. If people can see them as part of the common goal – then the goal itself is theirs. Our professionals leverage years of deep cross-industry and consulting experience, equipping you and your team with the professional strategies, techniques, methods, and tools required to effectively lead the organisation through change.

We start the organisational change journey by doing the heavy lifting for you – defining your 'before and after', identifying your stakeholders, and analysing the precise impact on your tools, business processes, organisation, and culture. What follows is the true value of Forvis Mazars' culture and change leadership services, as we demystify the complexity and weight of the subject, distilling it into something stakeholders can engage with. We don't apply a 'one size fits all' approach, but instead, we consider the culture and change appetite of an organisation and work as a partner to embed changes that will generate long-lasting successful change impact rather than a short-term shock...

Our involvement can span from working with the relevant Board on an initial strategic change readiness assessment to creating and implementing a communications plan with organisational leaders – we differentiate ourselves by delivering practical change that our clients experience. We can also help build KPIs and other metrics to provide high-level feedback on progress.

At Forvis Mazars, our ambition is to help clients deliver lasting change. As a global organisation, we are able to solve our client’s change challenges in a holistic manner, leveraging our international depth and reach while also offering local market knowledge. As well as the cultural aspect of change, we have the expertise to communicate directly with the operational areas of your business, whether that's IT, finance, HR, legal or other departments. This ensures we achieve wide understanding from those experiencing the change and putting the change into action.

Our services

  • Organization culture screening
  • Change in a day workshop
  • Agile processes and methodologies implementation
  • Management alignment
  • Leadership development

Our tools and solutions

Our approach to change management, while rooted in current academic research, is also founded upon practical change techniques and tools that help drive sustainable change. We also conduct leading-edge research such as Board Leadership of Corporate Culture in Europe in association with Board Agenda and INSEAD, which illuminated the mismatch between words and actions at the board level on cultural change.

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